Can HR Really Help
Organisations & Businesses To
Super Perform?
Share this Ebook!
PRESENTS
© 2013 The Mudd Partnership | w...
“Can HR Really Help Organisations & Businesses To Super Perform?” It‟s a simple
question and the context we set it in is a...
There were those who argued that the HR function was only there to do, “Routine
things consistently (&) take the pressures...
If you look at The Mudd Partnership Website, you will see that we have a
combined experience of over 40 years in People, T...
In practice however, it become just another opportunity missed and has HR‟s
collective ambition for itself ever been more ...
The Mudd Partnership genuinely believes however that in spite of these
comments, there is a very real strategic ambition a...
Stand back, Smell the Coffee, & Reduce Both the Paperwork & the Initiatives
How relevant, How necessary are all the forms ...
Manage Every Opportunity to Manage Influence
Be your own PR machine & own the „Good News‟! In a recent Blog we also
identi...
Look for Every Opportunity to Act and Make Your Organisation or Business Better
Look for Every Opportunity to Act and Make...
Website : www.themuddpartnership.com
Twitter: www.twitter.com/muddpartnership
Facebook: www.facebook.com/themuddpartnershi...
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Can HR Really Help Organisations & Businesses To Super Perform?

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The Mudd Partnership Presents:
Can HR Really Help Organisations & Businesses To Super Perform?”

It’s a simple question and the context we set it in is as follows.

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http://themuddpartnershiponline.com/2013/07/05/can-hr-really-help-organisations-businesses-to-super-perform/

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Can HR Really Help Organisations & Businesses To Super Perform?

  1. 1. Can HR Really Help Organisations & Businesses To Super Perform? Share this Ebook! PRESENTS © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  2. 2. “Can HR Really Help Organisations & Businesses To Super Perform?” It‟s a simple question and the context we set it in is as follows. In the work place there are only two types of role that create any distinct value and these are ones that are set around continuous improvement and managing change. Roles on the other hand that are primarily around maintaining, intervening and enforcing may preserve the status quo and protect the corporate centre & their intrinsic value in governance, technical, legal and ethical terms cannot be underestimated, however these roles do not create the vision, set the agenda, nurture agility, drive the organisation forward and add a tangible value to the bottom line through increased productivity and performance. In recent & lively discussions we have had with groups of HR Practitioners on this issue there have been two distinct lines of debate emerging. Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  3. 3. There were those who argued that the HR function was only there to do, “Routine things consistently (&) take the pressures and distractions away from from line managers”. They saw HR as having a very much more subservient and predominately administrative role, so strategy and change management were a distinct second or third for the vast majority of HR practitioners in their experience. There were others however who strongly valued their strategic role and the important contribution they had to make in developing policies and modelling behaviours which would enable individuals, teams, business units, departments and whole Organisations to, for want of a better term, Super Perform! Some conceded in more general terms though that the strategic case for HR – the role it can play beyond process-led transactional activity and the value- added contributions it can make to supporting and enabling Organisational Transformation and change – had historically been allowed to be written out of the Script by many in the HR profession. Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  4. 4. If you look at The Mudd Partnership Website, you will see that we have a combined experience of over 40 years in People, Teams, Organisation and Business Development, &, in the areas of Leadership, Coaching, OD & Change Management. You will also see that Paul Mudd is a Fellow of the Chartered Institute of Personnel Development. We well remember because we played a key role in introducing Investors In People (IIP) into the public sector in the early 1990s that it was then championed as an initiative which HR could take, make its own and use to demonstrate its wider value to the delivery of core business aims & directly influencing the strategic direction of the Organisation. It was felt by some of us then Champions, that IIP could be used to help make and galvanise HR‟s case to be ipso facto at the „Top Table‟ & right at the strategic heart of the business, shaping priorities and driving forward the delivery of key objectives and targets through a well trained and well informed workforce. Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  5. 5. In practice however, it become just another opportunity missed and has HR‟s collective ambition for itself ever been more than just generating paperwork, sending out seemingly pointless memos about equality & diversity, together with reminders to complete quarterly appraisals and reviews. Actions which in the opinion of many of their co-workers serve merely to justify HRs existence. Provocative stuff perhaps, but these views are very real, extremely current & it would appear, commonly held. Each has been drawn from recent Guardian on- line articles which started with questions about working hours and quickly turned into a free-for-all regarding the standing of the HR profession. This sentiment is clearly running very close to the surface across the UK workforce! Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  6. 6. The Mudd Partnership genuinely believes however that in spite of these comments, there is a very real strategic ambition at work across the HR profession, albeit to some degree being either consciously, or even unconsciously, thwarted. An increasing number of „Super Performers‟ are taking up key HR positions and modeling the way. Whether a critical mass has been reached, &/or, when this will be achieved remains to be seen. Nonetheless we are pragmatic and believe in pragmatic means to arrive at our goal, which is to support the HR profession in realising its full potential and value, &, challenging head-on the perception and assumption that it is a dead cost in a company and all rather pointless. So, here are some very practical suggestions of what we think all HR Practitioners can do to turn the tide Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  7. 7. Stand back, Smell the Coffee, & Reduce Both the Paperwork & the Initiatives How relevant, How necessary are all the forms and the initiatives you have in place? We Say, Systematically Review – Adopt the Form follows Function approach and take every opportunity to de-clutter by asking of every Form, „What‟s the purpose, How well is it understood by employees and How is it going to be used afterwards?‟ And for each initiative similarly ask, „What corporate and strategic value does it add, What are the People & Performance benefits & What will be the impact on the Bottom Line?‟ Be Visible, Be Active, Be Bold & Be Authentic Let‟s start with a simple question, why did you first enter the HR profession? To deal with People, probably? To Solve Problems, perhaps? It very probably though wasn‟t the paperwork that attracted you, or the chance to create processes and write policies. You wanted to provide solutions, facilitate and tackle problems and barriers didn‟t you? So start interacting – getting out and about and talking to People, &, more importantly start listening. Stop seeing the workforce as a problem – Flip your mindset, they are in fact part of any solution. Rediscover your original passion and purpose & reconnect with the Authentic you; Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  8. 8. Manage Every Opportunity to Manage Influence Be your own PR machine & own the „Good News‟! In a recent Blog we also identified the ‟10 Things Which Effective Leaders Do To Influence‟ as part of a series of Blogs on Leadership Styles; So, become a Leader & use your influence – Arouse in the organization an „Eager Want‟ for what you do; Dramatise your ideas and throw down a challenge to others to become involved; Appeal to nobler motives, try to see things from the point of view of the line manager or employee, rather than being constrained by policies, processes and compliance; & Start Saying Yes, Yes, Yes: This one is rather important in fact because language is a very powerful tool; Be positive & Stop focusing on the Cost and start focusing on Value – Times are undeniably hard, but look for the value you can get from the people and the budgets you do have Think creatively! Also just Stop saying „No‟; & don‟t forget the importance of dealing with people face-to-face, rather then by email so you can ensure you control the message; & finally Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  9. 9. Look for Every Opportunity to Act and Make Your Organisation or Business Better Look for Every Opportunity to Act and Make Your Organisation or Business Better: That‟s your core value, so make that your Key Role; This should be your raison d‟être, so what characteristics and behaviours do you need to model? Become that 'Super Performer‟, that Agent of Change, that Real Change Leader! And if you can‟t be, are you really what the HR profession needs for now and the future? To find out more about the work of The Mudd Partnership & join in with this discussion Contact us through the Website, by Email, or LinkedIn & let us also make a compelling case for working with you! Share this Ebook! © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership
  10. 10. Website : www.themuddpartnership.com Twitter: www.twitter.com/muddpartnership Facebook: www.facebook.com/themuddpartnership LinkedIn: www.linkedin.com/company/931028?trk=tyah Pinterest: www.pinterest.com/themuddpartnership YouTube: www.youtube.com/themuddpartnership Share this Ebook! Questions? © 2013 The Mudd Partnership | www.themuddpartnership.com | @muddpartnership | www.fb.com/muddpartnership

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